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Recently on the blog

Insights Differentiate Innovation, Not Data

Tue, 12/10/2013 - 10:04 -- KevinMcFarthing

Big Data is receiving a lot of attention and investment at the moment, with the combination of technology and analytics generating enormous possibility.  As Greg Satell rightly points out, businesses that neglect Big Data will be left behind.  Data, and smart ways of generation, can potentially identify new patterns as well as test new hypotheses and simulations.  So

Managing Innovation Portfolios Part 2: Operational Portfolio Management

Wed, 10/30/2013 - 08:53 -- KevinMcFarthing

This is the second of two articles, co-written with Ralph-Christian Ohr from Integrative Innovation.

In our previous post, we discussed how Strategic Portfolio Management (SPM) ensures that the content of the portfolio is driven by innovation strategy and associated targets. We would now like to move on to Operational Portfolio Management (OPM), where the portfolio directs resource allocation, metrics and reporting on an operational and tactical level.

Managing Innovation Portfolios - Part 1, Strategic Portfolio Management

Tue, 10/29/2013 - 11:10 -- KevinMcFarthing

This is a two-part article, co-written by Innovation Fixer’s Kevin McFarthing and Ralph-Christian Ohr from Integrative Innovation.

Facing increasingly dynamic and unpredictable environments, firms are required to develop convenient innovation strategies, constantly adapt them to changing conditions and properly implement strategically-aligned initiatives throughout their organizations. Innovation portfolio management (IPM) can act as the pivotal tool to translate strategic objectives and priorities into project-based innovation activities. Furthermore, it provides a framework to convert raw ideas into real investment opportunities, based on their risk profile.

The Porfolio is the Innovation Dashboard

Wed, 09/04/2013 - 09:31 -- KevinMcFarthing

As I’ve written before, the portfolio is the pivotal tool for innovation.   It provides the link to corporate strategy; ensures the desired balance across different innovation horizons; enables and communicates priorities; and with the appropriate communication it reports progress towards innovation goals.  It is this final point that I would now like to explore.

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